Nursing & Midwifery Strategy

Transcription

1 Nursing & Midwifery Strategy

2 Nursing & Midwifery Strategy Contents Page Introduction 3 Commitment 1 4 Commitment 2 6 Commitment 3 8 Commitment 4 10 Commitment 5 12 Commitment 6 14 Commitment 7 16 Commitment 8 18 Commitment 9 20 Commitment Glossary of Terms

3 Royal Surrey County Hospital Introduction This strategy has been developed through consultation with nursing, midwifery and care staff at all levels and as such we are committing to the ownership and delivery of the objectives within this document. This strategy will be driven at a local level by the Divisional Heads of Nursing and strategically supported by the corporate nursing team. The commitments contained within this strategy have been taken from the Leading Change, Adding Value document developed by Jane Cummings, Chief Nursing Officer NHS England in These 10 commitments are nationally agreed upon priorities which we have adapted to suit the local priorities for us at the RSCH. Fundamentally, the ethos of this strategy is to deliver what matters most to our patients and their families care that is patient centred, of high quality and delivered by nursing and care staff who demonstrate the key values of kindness and compassion. As a Trust, we have recently undertaken a restructure to ensure we have an organisation that is clinically led and we are delighted to be leading the transformational strategy for nursing at a time of great change within the NHS. As the largest clinical workforce within the Trust, we hope that this will demonstrate and guide the role of nursing and midwifery within the quality and safety agenda, underpinned by sound governance processes. Louise Stead Director of Nursing & Patient Experience - 3 -

4 Nursing & Midwifery Strategy We will promote a culture where improving the population s health is a core component of the practice of all nursing, midwifery and care staff Commitment 1 As nurses and midwives, we have responsibilities for health and wellbeing as set out in our professional regulatory Code and Standards. We also have opportunities through public trust and individual professional relationships to have significant impact on improving health and reducing health inequalities practising in ways which prevent disease, protect health, and promote wellbeing and resilience. To meet this commitment, we will: Understanding our responsibilities and opportunities to make a difference to population health, as set out in the national programme All Our Health. Applying extended skills and roles in prevention and health promotion. Responding effectively to local population needs and wider factors affecting health and people s ability to make healthy choices i ii iii iv Priority One We will ensure that health promotion will be an integral part of all nursing and midwifery roles. Specialist Nurses will, through the unique relationships they have with patients, champion and extend our priorities and health promotion responsibilities. Priority Two As well as delivering care that adresses the physical needs of patients, we will promote and support emotional wellbeing and psychological wellness through theraputic engagement with patients. Priority Three We will build upon the exisiting pre-conception service through multidisciplinary working of midwives and obstetricians with the support of expert academics at the University of Surrey to ensure that women enter pregnancy in optimum health in line with the wider public health agenda. Priority Four We will provide parents with the best possible care to build close and loving relationships with their baby and to support informed choices about the way they feed their baby to support optimum health and wellbeing. v Priority Five We will work in partnership with external partners to help identify and assess carers to ensure we provide the support they need and attend to their health and wellbeing needs

5 Royal Surrey County Hospital Key Evidence & Measurable Outcomes CQUINs payments framework outcome data Carers Steering Group action plans Carer prescription audit data Aspiration to acquire the Gold Global Award for excellence in supporting mother s choice in feeding (currently The Trust holds the Silver Award) Resources Matrons clinics Screening tools, clinical assessment and clerking Clinical Nurse Specialists (CNS) and Specialist Midwives. Including; Smoking Cessation, Alcohol Liaison, Fracture Liaison, Bereavement Midwife. Carers Advisor Public Audit of Midwifery to attain the Fitness for Pregnancy Undertake Jasmine Team audit Surgical pre-assessment documentation - 5 -

6 Nursing & Midwifery Strategy We will increase the visibility of nursing and midwifery leadership and input in prevention Commitment 2 We can demonstrate our role as a vibrant force for change by leading, shaping and implementing innovative and targeted prevention programmes, with the aim of promoting health gain for individuals, families, and communities. We will promote exposure to and increase visibility of nursing and midwifery leaders and support specialist nurses and midwives to share knowledge and expertise across the entire nursing and midwifery workforce. We will meet this commitment by: Having an identified Nurse/Midwife in charge of each shift Matrons holding clinics for patients and visitors Division Heads of Nursing/Midwifery (DHoN/M) and Deputy Directors of Nursing (DDoN) undertaking leader standard work visits Ensuring access to DDoNs and DHoNs and executive team through an open-door policy i ii iii iv v Priority One We will promote nurse leadership in bays - Bay Watch - to ensure patients feel safe and maximise opportunity to prevent harm. Through Intentional Rounding, we will ensure that our nurses in charge ensure every patient is observed and communicated with regularly to assess and manage their fundamental care needs. Priority Two We will build upon the ward safety huddles to ensure every member staff knows what is happening with each patient in their care and can anticipate risks and improve patient safety. Priority Three We will continue to promote and develop the leader standard work to ensure it is completed and escalation of issues is prioritised. Good practice will be celebrated and shared so that consistent and excellent care is delivered across the organisation. We will ensure that this is completed at all Nursing & Midwifery levels in the trust. Priority Four We will nurture and support all nursing and midwifery staff across the organisation to develop their potential as a clinician. We will do this through performance improvement, personal development, coaching by nurse/midwifery leaders and through the sharing of expertise by Clinical Nurse/midwifery Specialists. Priority Five We will ensure that every patient is regularly assessed and able to communicate their needs so that nurses and midwives can deliver fundamental care needs

7 Royal Surrey County Hospital Key Evidence & Measurable Outcomes Intentional Rounding Audit Achieving Excellence assessment, audit and action plans Leader Standard Work audit Harm Free Care audit Attendance and representation of nurse, midwifery leaders across the trust Improving access and presence out of business hours via night time visits and audit Length of stay data Nurse Forum action plans Patients requiring heightened surveillance reviewed daily Professional advice available 24 hours a day to midwives by Equip Model National Maternity & Neonatal Collaborative outcomes On-call matron/manager/director out of hours suport Resources Generic staff uniform posters for easier identification Safety Tabards for drug rounds DHoN / DHoM meet regularly with all Band 7 s Nursing engagement with research Achieving excellence Boards; #hellomynameis Matrons & Senior Nurse /Midwife pictures displayed on all wards Care Certificate training Training: Falls prevention, Tissue Viability, Safeguarding, Sepsis, Deteriorating Patient and SBAR Handover SI Investigations & Learning Panels, Root Cause Analysis & Action Plans Return to work interviews Performance Development Reviews (PDR) Clinical Nurse Specialists (CNS) and Specialist Midwives - 7 -

8 Nursing & Midwifery Strategy We will work with individuals, families, and communities to equip them to make informed choices and manage their own health Commitment 3 People are living longer but are at risk of spending their extended years in poor health because of obesity, poor diet, lack of exercise, smoking and excessive alcohol consumption. We need to support people to adopt healthier lifestyles. This includes having a place based approach, involving local partners and communities in delivery. We will meet this commitment by: Understanding the wider health and social care issues that affect people s decisions about their health and ability to selfmanage. Consistently applying the principle of making every contact count ; providing timely advice to people about their health and wellbeing. Ensuring all women will have a named midwife i ii iii iv Priority One We will work in partnership with all patients, carers, and families to ensure key psychological needs are recognised and their wellbeing needs met as far as possible especially for those who live with physical and learning disabilities, dementia, and long term conditions. Priority Two We will support patients and carers throughout the patient journey, from admission to discharge by involving them in the decision-making process and ensuring that they are provided with the information they need to make informed health choices. Planning for discharge will begin at the point of admission. Priority Three We will ensure patients are aware of alternative services and care providers that can help them to make decisions and choices about their care. This will enable patients to self-manage their Health needs. We will promote options for self-referral and ensure clinician led referrals are undertaken appropriately. Priority Four We will continue to raise awareness of the Independent Mental Capacity Advocate role (IMCA) through learning disability and safeguarding awareness training. We will monitor awareness by undertaking audit throughout the year. v Priority Five We will review and develop our care to ensure we provide culturally sensitive and appropriate care to all our patients and clients

9 Royal Surrey County Hospital Key Evidence & Measurable Outcomes Pre-assessment. admission and discharge documentation Trust committee/meeting minutes and action plans including; Safeguarding, IMCA audit, Carers steering group, Dementia Sub Group, Learning Disabilities Sub Group, Family & Patient discharge meetings End of Life pathway Safety huddles Estates & housekeeping huddles (x1 per week) Resources Discharge & transfer policy Patient Information leaflets Trust Website First aid training for carers Spiritual care services Supporting expert patients Signpost to other internal or external support services, leaflets and websites Increased partnerships with GPs to prevent admissions/readmissions Patient led support groups/services Named midwife continuity of care audit - 9 -

10 Nursing & Midwifery Strategy We will be centred on individuals experiencing high value care Commitment 4 i ii Priority One We will ensure the patient is aware of every step of their care journey and have the time and the tools to ensure they are involved in directly managing their care Priority Two We will strive to always find out what is important to our patients and ensure that where possible all their needs are met. We will ensure that individuals are always supported to influence and direct their own health care decisions, so that they are confident that no decision is taken about me without me. Care planning should involve the development of a personalised plan for each individual who is entering, leaving or transitioning care environments whether within a hospital, in their own home, care home or rehabilitation unit. People with mental health problems may also have physical health conditions in need of treatment, and vice versa. We will meet this commitment by: Putting people, their families and carers at the centre of developing and delivering all aspects of their care. Providing equal importance to both meeting the physical and mental health needs of individuals. Continuing to facilitate safe, responsive and culturally sensitive care with the ambition to enable women to have the choices of where to have antenatal, birth, and post-natal care, and to receive continuity of carers. iii iv v Priority Three We will promote a culture of Do it well, do it once across all nursing groups whilst simultaneously challenging variance and inconsistency. By promoting and sharing good practice we will raise standards and enable an equally good experience for all our patients, carers and users. A particular area of focus will be the Patient Handover. Priority Four We will promote excellent patient experience by applying the principles of excellent customer care and use feedback provided by our patients, carers and users to improve satisfaction with our services Priority Five We will continue to raise awareness of dementia and delirium and increase the number of staff who become dementia friends

11 Royal Surrey County Hospital Key Evidence & Measurable Outcomes Monthly reports to board (CQUIN); Staff Support/education Complaints and Patient Liaison Service data, thematical content and lessons learnt Nurses and midwives will be present on ward rounds Daily review of all patients in regard to acuity and requirements for sitters and heightened surveillance Quality Mark for elderly care wards Training. Including; Customer care, Health promotion Resources Wellbeing clinics (OCC health) Dementia care/ training Dementia café Carers café Sign-posting costs of care / other choices Signposting Risk assessment tools to manage care Trust website Achieving Excellence accreditation assessments Audits. Including; Leader Standard work Individual / bespoke care plans Training data Audit and action plans of Patient Surveys Friends & Family Test Survey & Patient stories Maternity listening service

12 Nursing & Midwifery Strategy We will work in partnership with individuals, their families, carers and others important to their care Commitment 5 We will ensure that individuals and their families are at the heart of their care and decisions are made with them by recognising the assets they bring, and working collaboratively as care navigators to signpost easily-accessible support systems. We will seek to integrate into our work the crucial roles of carers, volunteers and the local community. We will meet this commitment by: Recognising the assets which people and their families bring to maximising the health and wellbeing of those in our care. Integrating volunteers and communities into our work; Facilitating the involvement of individuals and their carers in co-designing and providing care services. Recognising and promoting the role of maternity services liaison committees in improving maternity care for women and their families i ii iii iv v Priority One We will listen to all our patients via feedback, social media, complaints, Patient Advice Liaison Service (PALS), Friends and Family Test (FFT) to address the issues that matters to them Priority Two We will work collaboratively to deliver the principles in the memorandum of understanding between health and social care partners within surrey and local carers associations. Priority Three In line with the ethos of the National Maternity Review (2016) we will work as part of the wider team across Surrey Heartlands to create a maternity service liaison committee, as a means of ensuring women and professionals are listened to and services are designed in a way which will put women and their families at the centre of their care. Priority Four We will commit to renewing the application for the Quality Mark for Older Persons. Priority Five We will expand on the commitment and implementation of the recommendations set out by the John s campaign

13 Royal Surrey County Hospital Key Evidence & Measurable Outcomes You said-we did Friends & Family Test (FFT) survey Nursing & Midwifery Hours Carers prescription data Quality Mark for Older Persons Resources This is me booklet Carers prescription Midwifery volunteers & evening adult ward volunteers Carer passport Trust Website Dementia CQUIN Learning from Complaints and PALS Patient Panel Minutes Carers steering group action plan Leavers interviews Deliver better birth work streams of Surrey Heartlands STP

14 Nursing & Midwifery Strategy We will actively respond to what matters most to our staff and colleagues Commitment 6 Better staff health and wellbeing is associated with improved outcomes and experience for those individuals and populations that we serve. However, working in health and social care whilst rewarding can be demanding. We must show the same care and consideration to ourselves and our colleagues, as we do to those we serve. We will meet this commitment by: Embedding the key question What matters to you? alongside the delivery of consistent compassionate leadership. Ensuring staff health and wellbeing is promoted as a priority, Supporting staff to take responsibility for their own health to maximise impact for individuals and populations. Creating environments that are conducive to health and well-being such as reshaping the working environment, providing healthy food choices, and opportunities for other lifestyle changes Ensuring the right staff support systems are in place, such as regular appraisals, mentorship, coaching, preceptorship and midwifery supervision. i ii iii iv v Priority One We will recognise, celebrate and share success in nursing and midwifery achievements throughout the year and award staff at regular celebration events as well as at the annual Nursing & Midwifery Conference Priority Two We will provide continual professional support and advice for midwives as midwifery supervision makes the transition to the new model A-Equip. We will facilitate the implementation of a programme of personal and professional resilience through development of a team of professional midwifery advocates. Through this work stream the quality of care midwives provide for women and babies will be enhanced. Priority Three We will establish and promote the role of freedom to speak up guardian to allow access to all staff groups and provide increased opportunity to raise concerns and ensure staff have appropriate forum to raise any concerns enabling senior leaders to ask what matter to you Priority Four We will develop a way of using information from the staff survey to evaluate the impact of staff engagement, productivity and safety Priority Five We will promote and support all staff to be an integral part of any change processes and transformational projects within the Trust ensuring that nurses and midwives, at all levels, can be instigators of change and drive improvements to services, pathways and processes that lead to better patient experiences and outcomes

15 Royal Surrey County Hospital Key Evidence & Measurable Outcomes Resources Annual staff survey Wellbeing clinics (OCC health) Royal College of Midwives commitment to sign up to Caring for You charter Trust Policies. Including; Flexible working, Special leave, Being open and eroster CQUINS: Staff wellbeing and Flu Vaccine Duty of candour (in staff contracts) Performance development reviews Safety huddles Occupational Health Self referrals Mental Health Training for managers Key performance indicators in performance board paper Carers Prescription Audit Staff/ Unit meeting minutes Board Papers

16 Nursing & Midwifery Strategy We will lead and drive research to evidence the impact of what we do Commitment 7 i ii Priority One We will engage all nurses and midwives in the trust to support clinical research and introduce research link nurses for all areas. Priority Two We will, in line with the NHS Constitution, enable our nurses to be able to offer all patients the opportunity to participate in Research. There is a wealth of evidence based practice to help us improve our work. However, there remains a need for robust evaluation, embedded from the outset, so that we can demonstrate our positive impact. We must routinely capture and analyse data which accurately measure the impact of our work. In research, education and practice, clear outcome measures will give us a greater understanding of what we achieve and the public a greater understanding of our role. We will meet this commitment by: Building competence and capability to identify unwarranted variation. Using the relevant metrics and outcome measures, to increase productivity and efficiency whilst driving up quality. Sharing our findings both nationally and internationally iii iv v Priority Three We will support and encourage nurses and midwives to develop, implement and lead on research. Priority Four We will enable and empower our nurses and midwives to develop a clear and transparent process to access university collaboration and development and identifying and supporting individuals with a research or academic interest. Priority Five We will review and develop our care to ensure we provide culturally sensitive and appropriate care to all our patients and clients

17 Royal Surrey County Hospital Key Evidence & Measurable Outcomes Collaborative Working with Universities Research evaluations and publications Audit work Resources Research feedback to be circulated in a bulletin or through Trust communication processes Research Page on the Trust website Governance process to support research no matter how small Support and identification of research in Performance Development Reviews Education audit day

18 Nursing & Midwifery Strategy We will have the right education, training, and development to enhance our skills, knowledge and understanding Commitment 8 Education, learning and training are vital for the provision of high quality care. We will support a culture of life-long learning and self-reflection. We will ensure that we are prepared for professional revalidation which will promote good practice and strengthen public confidence. We will encourage partnership working across health and social care, which provides opportunities to share understanding and skills, new career options and new roles. We will meet this commitment by: Identifying and providing PDRs with training, research and career progression opportunities. Embedding a culture of life-long learning by making the education and training of staff a priority. Providing library and Information Technology facilities to support education and learning i ii iii iv v Priority One We will recognise and respond to educational development gaps, new initiatives and learning opportunities by embedding a culture of lifelong learning into the everyday experiences of all nursing and midwifery teams Priority Two We will commit to maintaining the Skills for Health Quality Mark for Education and Royal College of Nursing Accreditation for IV Administration Training. We will also seek to look for accreditation across other areas and nursing led services where possible Priority Three We are committed to delivering the national qualification; The Care Certificate to our Healthcare Assistants, Midwifery Support Workers and Associate Practitioners to ensure our workforce has the appropriate knowledge and skills to deliver safe and effective care to our patient Priority Four We will ensure lessons from incidents are fed back to staff involved and included in training resources to ensure that we can learn as a trust and prevent further incidents Priority Five We will work in partnership with the University of Surrey to ensure our students have appropriate and adequate support in practice. Our Nursing and midwifery team will contribute to the student curriculum and module review and development

19 Royal Surrey County Hospital Key Evidence & Measurable Outcomes Identified learning needs/objectives at the annual PDR Training Needs Assessment (TNA) process Education environment audits NMC revalidation process Competency documentation Practice Development Annual Report/ Maternity Quality Report Medicines Assessment Medications and IV Administration training Resources Webinars Circulate learning opportunities; Educational website Preceptorship / Mentorship Guidelines Mentorship update training Probation Policy Student Nurse Welcome Packs Practice Development Website Mentor database/care Certificate database Minutes of University of Surrey & University of Brighton Practice meetings Minutes of Practice Development Group SaMT Audit Health Education England University commissioned higher education audit

20 Nursing & Midwifery Strategy We will have the right staff in the right places and at the right time Commitment 9 Our staffing must be safe, sustainable, efficient and able to provide competent and compassionate care to our patients and people we care for. Better workforce planning and management of staff resources are needed to improve quality of care, staff productivity and financial control. We can drive new ways of working across organisational and professional boundaries. We have the knowledge, skills and experience to play a lead role in vanguard and other innovative projects, which are developing new models of care. We will meet this commitment by: Ensuring the right staff are in the right place at the right time to provide safe, compassionate and effective care. Ensuring that decisions about staffing are based on available evidence, take account of the wider multi-professional team, and there is a proactive approach to delivering improved outcomes and productivity. i ii iii iv v Priority One We will commit to review, deliver and maintain safe staffing levels ensuring decisions about care are based on available evidence and reviewed to take a proactive approach to delivering outcomes and efficiency Priority Two We will develop our systems to use the full functionality of erostering to support safer staffing across all nursing groups Priority Three We will only recruit nursing and midwifery and care staff whose personal values and beliefs align with those outlined in the NHS constitution Priority Four We will model and respond to enhanced care guidance (heightened surveillance) upon publication or when guidance is made available. Priority Five We will utilise the expertise, skills and knowledge of our specialist nurses and midwives

21 Royal Surrey County Hospital Key Evidence & Measurable Outcomes Daily acuity data Monthly validated Department of Health (DoH) and board reporting of acuity Display staffing levels on the Trust Website 6 monthly Nursing & Midwifery safety board paper Annual review of information for budget setting Display Nursing & Midwifery staffing on ward/ department boards Recruitment and retention data Datix process Bench marking Resources Utilise professional and national guidelines on nursing & Midwifery staffing Policies; Including e-rostering, Nursing Staffing, Flexible working and Staffing levels in Maternity Guidelines On-call process e-roster masterclasses Association of UK University Hospitals (AUKUH) Shalford Safer Nursing Care Tool Birthrate plus Value based recruitment assessments Board Key Performance Indicators Professional Nursing & Midwifery Steering Group (PN&MSG)/Board reports

22 Nursing & Midwifery Strategy We will champion the use of technology and informatics to improve practice, address unwarranted variations and enhance outcomes Commitment 10 Technology has helped transform care and our roles in providing it. We need to continue to be at the forefront of innovation. Technology can enhance our clinical decision making by providing access to the relevant information at the point of care. We need to be prepared for routine tasks we currently undertake to be replaced by technological developments and to use the advances to improve outcomes, promote self-management and increase efficiency and productivity. We will meet this commitment by: Developing the skills needed in a technology-literate workforce. Advocating technologies that may assist in reducing unwarranted variations in care. Leading as early adopters of technology to improve health and enhance efficiency. Using technology to manage workflow more effectively such as mobile working. i ii iii iv Priority One We will continue to utilise VitalPac to monitor Vital Signs for our patients, minimising late observations and adding further update and additions as required Priority Two We will embrace the opportunity to utilise social media to raise the profile and celebrate nursing and midwifery achievements Priority Three Where possible, we will ensure that elearning and online seminar facilities are available to enable staff to enhance their knowledge and skills Priority Four We will ensure our senior nurses and midwives have access to e-rostering masterclasses and monitor and address performance through the Professional Nursing and Midwifery Steering Group

23 Royal Surrey County Hospital Key Evidence & Measurable Outcomes ESR and OLM database and SaMT training audits Varian Medonc & Radonce systems Use of PACs Monthly VitalPac utilisation audit Central fetal monitor implementation Install baby security system Resources Conference calls and webinars IT Strategy eroster Policy

24 Nursing & Midwifery Strategy Glossary of Terms Achieving Excellence This is a programme of work and assessment that provides individuals and teams the knowledge and skills to further develop the culture of improving the patient experience. Acuity This is one of the parameters considered in patient classification systems that are designed to serve as guidelines for allocation of nursing staff and to aid in longrange projection of staffing and budget. Baywatch Term to describe the promotion of nursing leadership in patient ward bays. Birthrate+ midwifery staffing system to aid in the management of the variability of workload on labour wards. Care Certificate This is the new national minimum standards that should be covered as part of induction training of new care staff. Carers Passport A Carer Passport provides carers with additional permission to care for their relative in parnership with Trust staff and enable them to access a variety of concessions. Carers Prescription The Carers Prescription allows health staff to support carers they come into contact with by referring them to a range of support services across Surrey. CQUIN The Commissioning for Quality and Innovation (CQUINs) payments framework encourages care providers to share and continually improve how care is delivered and to achieve transparency and overall improvement in healthcare. Datix Datix is a web-based, incident reporting and risk management software tool for healthcare and social care organizations. The application is widely used by staff in more than 80% of the British National Health Service (NHS) to report clinical incidents. Duty of Candor Every healthcare professional must be open and honest with patients when something that goes wrong with their treatment or care causes, or has the potential to cause, harm or distress. A-EQUIP Model A-EQUIP is a continuous midwifery improvement process that builds: personal and professional resilience, enhances quality of care for women and babies and supports preparedness for appraisal and professional revalidation. e-roster (Healthroster) HealthRoster (e-rostering) is an electronic staff management tool that is a resource used to plan staffing requirements, ESR The Electronic Staff Record (ESR) solution is an integrated Recruitment, HR, payroll and learning management system; in place in all NHS organisations. FFT The NHS Friends and Family Test (FFT) is a quick and anonymous way to give your views after receiving care or treatment across the NHS. Harm Free Care The NHS Safety Thermometer provides a quick and simple method for surveying patient harms and analysing results so that you can measure and monitor local improvement and harm free care over time. Specialing (also known as Heightened Surveillance) Is a term used to describe the giving of nursing care to only one person whose needs are such that a carer is required at all times. IMCA Role independent mental capacity advocate (IMCA). IMCAs are a legal safeguard for people who lack the capacity to make specific important decisions: including making decisions about where they live and about serious medical treatment options. Intentional Rounding Intentional rounding is a structured approach whereby nurses conduct checks on patients at set times to assess and manage their fundamental care needs. Jasmine Team Audit The Jasmine Team of Midwives, is a valuable resource for women who have mental health concerns. The Jasmine audit is used to measure uptake of support for women who have mental health associated illness

25 Royal Surrey County Hospital John s Campaign John s Campaign is a campaign for extended visiting rights for family carers of patients with dementia in hospitals in the United Kingdom, KPI A Key Performance Indicator (KPI) is a measurable value that demonstrates how effectively a company is achieving key business objectives. Organizations use KPIs to evaluate their success at reaching targets. Leader Standard Work Leader Standard Work is a critical step in ensuring that the Lean Culture in your organization prospers and relates to the Achieving Excellence programme. Mentorship The NMC mandated process that is critical in helping to facilitate the development of future generations of nurses and midwives. Registered Nurses/Midwives must undertake additional training to become a mentor and undertake yearly updates to stay listed as a live mentor. PACS A picture archiving and communication system (PACS) is a medical imaging technology which provides economical storage and convenient access to images from multiple modalities (source machine types). PALS The Patient Advice & Liaison Service (PALS) acts as an information service for patients and their families/friends. PALS also follows up concerns which may be raised about hospital services on an informal and confidential basis, with the aim of resolving problems as quickly as possible. Safety Huddle Safety huddles are brief and routine meetings for sharing information about potential or existing safety problems facing patients or workers. They increase safety awareness among front-line staff, allow for teams to develop action plans to address identified safety issues, and foster a culture of safety. SaMT Statutory and Mandatory Training is required to ensure that the Trust is meeting any legislative duties. Mandatory training is an organisational requirement to limit risk and maintain safe working practice. SBAR (Situation, Background, Assessment, Recommendation) is an effective and efficient way to communicate important information and escalate patient concerns. SI (SI Framework) The revised Serious Incident Framework is a systematic process for responding to serious incidents in NHS-funded care. STP The NHS and local councils have come together in 44 areas covering all of England to develop proposals and make improvements to health and care. These proposals, called sustainability and transformation plans (STPs), are placebased and built around the needs of the local population. This Is Me Booklet This is me is a simple booklet for anyone receiving professional care who is living with dementia or is experiencing delirium or other communication difficulties. Patient Panel This is a forum for patients who use the services within the hospital to provide the team with feedback and suggestions for improvements. The group usually meets every three months. PDR Performance and Development Review. All members of staff are required to participate in an annual review of their performance and professional and personal development. PDRs compliment the more regular reviews that are usually held with line managers. Preceptorship Preceptorship is a structured period of transition for the newly qualified nurse, midwife or allied health professional when they start employment in the NHS. Value Based Recruitment Assessment Values based recruitment is a recruitment approach that assesses whether candidates individual values and behaviours align with the values of the NHS Constitution. This should take place as part of existing recruitment processes which assess aptitude and skills. Varian Medonc & Radonc These systems enable the prescribing and delivery of chemotherapy and radiotherapy. VitalPac A digital platform for viewing and documenting patients vital observation data

26 How this strategy was created This strategy was developed colaberatively across all nursing and midwifery groups in a multi-stage process to ensure that all staff, from the executive team to the newly employed healthcare assistant, could have direct input into shaping the strategy that you see today. The process of development was as follows: Phase one. Senior nurses and midwives across the Trust formed a steering group that met weekly in order to create the framework for the strategy. This was based upon the 10 commitments contained within the leading Change, Adding Value document developed by NHS England Chief Nurse, Jane Cummings. Phase two. Upon completion of phase one, the steering group built upon the framework by incorporating local priorities, ensuring that the strategy met local demands and needs. A first draft was developed. Phase three. The next phase involved sending the draft strategy and a feedback form to all nursing and midwifery teams across the Trust so that all care staff could engage with the development process and make suggestions and amendments to the document. Phase four. After several weeks, all the feedback was collated by team leads and matrons and sent to the corporate nursing team who modified and adapted the draft strategy based upon the feedback. Phase five. The final amended strategy was submitted to the Trust Board for agreement and sign-off and then sent for print, published electronically and posted online. Document Design and Graphics by Simon Pawlin, RN, BSc (Hons)